Tag Archives | Innovation Strategy

Future-proof Your Innovation Management: Dual Innovation

This article was co-written with Frank Mattes.   Being among the pioneers (see e.g. here or here) in making the case that dual approaches to modern corporate innovation are mandatory for innovation impact, we have recently been delighted about two things: First, more and more companies are appreciating our arguments as the following data suggest […]

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Startup Engagement in Corporate Innovation

Recently, Match-Maker Ventures and Arthur D. Little have released an interesting report, titled “The Age of Collaboration“. The study does a good job in synthesizing the global state of play of corporate-startup collaboration and latest findings on success requirements for its implementation. More and more corporations seek to engage with startups by pursuing corresponding activities across dedicated ecosystems and incorporating them […]

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Corporate Innovation Ventures: Separation vs. Integration

Probably the most critical structural ingredient for innovation capability is how new ventures – internal as well as external ones – are to be implemented in the organization in order to get validated and scaled. Should a new venture be entirely separated from the core business as stand-alone venture? Should it be integrated into an existing business unit? Or is it […]

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The Case for Dual Innovation

The first time I was advocating the idea of a dual innovation approach, here also referred to as organizational ambidexterity, is now more than 5 years ago. At this time it became pretty obvious to me that this concept – academically worn-out but deficiently or not at all put into practice in most organizations – would be of increasing importance […]

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A Model for Integrative Innovation Management

In previous posts, I have shared my view on important cornerstones for successful innovation management systems. As pointed out several times, balanced and up-to-date innovation management requires organizational ambidexterity, i.e. the capability to explore novel offerings and capabilities while simultaneously exploiting existing ones. In the following, I would like to summarize and complement these thoughts by suggesting an innovation management model that may help organizations to innovate more […]

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Innovation Requires Dedicated Management

For quite some time, I’ve been advocating the idea that successful and sustainable corporate innovation management systems should be based on the following cornerstones: Organizational ambidexterity: Sustainable innovation management is required to account for organizational ambidexterity, i.e. optimizing existing businesses and developing new businesses have to be driven in parallel. Failing to achieve an individually optimal balance will not lead to company success in the short and long […]

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Leveraging New Ventures for Innovation

As pointed out in a recent post, teaming up with startups provides an opportunity for established firms to drive innovation without risking major interference with their core businesses. Particularly, with regard to radical or disruptive innovation, investing in startup incubators, accelerators or corporate venturing increases the chance to get access to promising novel technologies and business models. On the other […]

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Managing Innovation Portfolios – Part 2: Operational Portfolio Management

This is part two of a two-parts article co-written with Kevin McFarthing from Innovation Fixer. The first part can be found here.   In our previous post, we discussed how Strategic Portfolio Management (SPM) ensures that the content of the portfolio is driven by innovation strategy and associated targets. We would now like to move on to […]

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Managing Innovation Portfolios – Part 1: Strategic Portfolio Management

This is part one of a two-parts article co-written with Kevin McFarthing from Innovation Fixer. The second part can be found here.   Facing increasingly dynamic and unpredictable environments, firms are required to develop convenient innovation strategies, constantly adapt them to changing conditions and properly implement strategically-aligned initiatives throughout their organizations. Innovation portfolio management (IPM) can act […]

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Innovation and Growth

PwC has released the 2013 issue of their Global Innovation Survey, titled ‘Breakthrough Innovation and Growth‘. One of the main outcomes is that there is a clear correlation between innovation and growth. 93% of the executives surveyed indicate that organic growth through Innovation will drive the greater proportion of their revenue growth. Only 2% of companies expect […]

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